Research On Competitive Strategy Of Company V

Construction machinery industry is a national basic equipment industry,an important wind vane of economic development and one of the important pillar industries of national economic construction.There is a strong correlation between the demand and growth rate of construction machinery products and GDP and the scale of infrastructure investment.The prosperity of the industry is basically synchronous and positively correlated with the growth rate of fixed asset investment.China’s construction machinery industry started in the 1950s and developed rapidly between 1990 and 2004.The global financial crisis broke out in 2008,which affected the domestic construction machinery industry to varying degrees.After the great decline in 2009,the global construction machinery industry ushered in the second round of strong growth in 2011,and the sales scale of the industry reached nearly trillion yuan,The average annual growth rate is more than 15%,and the industry has entered steady growth in the medium and long term.V Construction machinery is the construction machinery division under Ⅴ Group,which is among the top five in the global construction machinery industry.V Construction Machinery entered China in 2002,established V company,and set up China headquarters and production base in Shanghai.It acquired 70%shares of Shandong Lingong in 2007,set up a production base in Linyi in the same year,and established a R&D center in Jinan in 2010.V company has always attached importance to the Chinese market and witnessed the ups and downs of China’s construction machinery industry and the rise of Chinese construction machinery brands in recent 20 years.The market share is gradually squeezed by Chinese brands.In the increasingly competitive environment,V company is facing the dilemma of development,and its market share is declining year by year.How V company continues to maintain its competitiveness and sustainable development under the cruel situation has become an urgent problem to be solved.Taking V company as the research sample,this thesis combs the internal environment of V company by studying the external environment and industry competition environment of construction machinery industry,and combs the company’s resource status from the perspective of enterprise brand,human resources,supply chain and financial resources,from the aspects of R&D,operation,marketing,quality control,project management,financial services,leasing services This thesis analyzes the company’s ability in terms of cost management,uses PEST analysis method to analyze the external macro environment of the industry,and uses the five forces model to analyze the industry competition environment of the company.Through the analysis,it is concluded that the construction machinery industry has a huge market in China and still has a lot of development space,but the whole industry has entered an era of fierce competition,and the products are becoming more and more homogeneous,The Chinese market has fallen into a price war,and domestic brands have begun to expand their overseas markets.Opportunities and threats coexist.After understanding the macro environment and the competitive environment of the industry,further through SWOT analysis and comparison of the company’s strengths and weaknesses,opportunities and threats,on the basis of competitive strategy theory,from the aspects of product,innovation,R&D,service and marketing,we formulated differentiated competitive strategy plans,and proposed to strengthen products and innovation,upgrade product portfolio The implementation strategy of improving marketing and service ability,and formulated safeguard measures from the aspects of organizational structure,human resources,corporate culture,finance,informatization and so on.It has certain practical significance for the company to improve its competitiveness in the industry and have the ability of sustainable growth.It can also provide reference for other construction machinery manufacturing enterprises.